Gender influences on career success outcomes

Gender influences on career success outcomes Purpose – Models of career success outcomes have specified that gender is one covariate, among many. Theoretical reasons why gender is better specified as a moderating variable are advanced. The purpose of this paper is to examine empirically how gender moderates that influence of personal and structural factors on objective (total compensation, and ascendency), and subjective (perceived success) career outcomes. Design/methodology/approach – The research draws on a sample of 521 chief executive officers (CEOs), executives and managers. Multivariable (step‐wise) linear regression was employed to examine simultaneously the influence of the predictor variables on career success outcomes. Findings – Even after controlling for explanatory influences on career success, gender influences remained. Gender moderated the predictive influence of international experience on compensation, ascendancy, and perceived success. The findings also illustrate that career development models should be situated by (private versus public) sector and specify systemic gender differences in career success outcomes. Research limitations/implications – The survey response rate was problematic. A response rate of 9 percent was lower than ideal. In this context, scholars note low‐response rates in mail surveys targeted at senior executives and CEOs. The attending limitation of self‐report responses and retrospective perceptions are also acknowledged. Practical implications – The findings alert women about the importance of career preparation (role investment), such as graduate education and international experience, key credentials to executive‐level advancement. Women executives are also encouraged to seek clarification about compensation relative to their male counterparts. Originality/value – Most studies about career success are mute with respect to how gender moderates the strength of personal and structural predictors on career outcomes. Given evidence about gender differences in how managers perceive success, examination about the influence of gender on subjective career outcomes is also warranted. Finally, the preponderance of studies about women's career experiences are based on American samples and/or sectors such as high‐tech. Public and service‐based industries, sectors historically populated with women, are often excluded from research. This work addresses the need for generalization by drawing on a across sector of Canadian managers, executives, and CEOs. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Gender in Management: An International Journal Emerald Publishing

Gender influences on career success outcomes

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Publisher
Emerald Publishing
Copyright
Copyright © 2010 Emerald Group Publishing Limited. All rights reserved.
ISSN
1754-2413
DOI
10.1108/17542411011056877
Publisher site
See Article on Publisher Site

Abstract

Purpose – Models of career success outcomes have specified that gender is one covariate, among many. Theoretical reasons why gender is better specified as a moderating variable are advanced. The purpose of this paper is to examine empirically how gender moderates that influence of personal and structural factors on objective (total compensation, and ascendency), and subjective (perceived success) career outcomes. Design/methodology/approach – The research draws on a sample of 521 chief executive officers (CEOs), executives and managers. Multivariable (step‐wise) linear regression was employed to examine simultaneously the influence of the predictor variables on career success outcomes. Findings – Even after controlling for explanatory influences on career success, gender influences remained. Gender moderated the predictive influence of international experience on compensation, ascendancy, and perceived success. The findings also illustrate that career development models should be situated by (private versus public) sector and specify systemic gender differences in career success outcomes. Research limitations/implications – The survey response rate was problematic. A response rate of 9 percent was lower than ideal. In this context, scholars note low‐response rates in mail surveys targeted at senior executives and CEOs. The attending limitation of self‐report responses and retrospective perceptions are also acknowledged. Practical implications – The findings alert women about the importance of career preparation (role investment), such as graduate education and international experience, key credentials to executive‐level advancement. Women executives are also encouraged to seek clarification about compensation relative to their male counterparts. Originality/value – Most studies about career success are mute with respect to how gender moderates the strength of personal and structural predictors on career outcomes. Given evidence about gender differences in how managers perceive success, examination about the influence of gender on subjective career outcomes is also warranted. Finally, the preponderance of studies about women's career experiences are based on American samples and/or sectors such as high‐tech. Public and service‐based industries, sectors historically populated with women, are often excluded from research. This work addresses the need for generalization by drawing on a across sector of Canadian managers, executives, and CEOs.

Journal

Gender in Management: An International JournalEmerald Publishing

Published: Jul 20, 2010

Keywords: Career development; Women; Gender; Compensation

References

  • Why research on women entrepreneurs needs new directions
    Ahl, H.
  • The boundaryless career: a new perspective for organizational inquiry
    Arthur, M.B.
  • Improving survey response rates from chief executive officers in small firms: the importance of social networks
    Bartholomew, S.; Smith, A.
  • Careers as repositories of knowledge: a new perspective on boundaryless careers
    Bird, A.
  • How we define success: a qualitative study of what matters most to women and men
    Dyke, L.; Murphy, S.
  • Conceptualizing and evaluating career success
    Heslin, P.A.
  • The expatriate glass ceiling: the second layer of glass
    Insch, G.; McIntyre, N.; Napier, N.
  • An empirical investigation of the predictors of executive career success
    Judge, T.; Cable, D.; Boudreau, J.W.; Bretz, R.D. Jr
  • What it means to succeed: personal conceptions of career success held by male and female managers at different ages
    Sturges, J.
  • Men and women managers' advancement: personal or situational determinants?
    Tharenou, P.; Conroy, D.

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